Management: Organizational Politics and Its Impact on Leadership Written Answers

Pages: 6 (2175 words)  ·  Style: APA  ·  Bibliography Sources: 6  ·  File: .docx  ·  Level: Doctorate  ·  Topic: Business - Management

Ii) Going around the boss -- hierarchical organizations still value protocol. Bypassing your boss could be hazardous and career-threatening. Iii) Badmouthing seniors in public forums -- the adage, 'praise in public, and criticize in private' is still significant; blurting out things that embarrass or criticize your boss in public places could damage your career and limit your recourses.

Combating Retrogressive Politics

If not properly checked, organizational politics can be a source of retrogressive power struggles, parochial politics, and bureaucratic infighting, all of which impede on organizational performance, morale, innovation, and initiative. Leaders should move to combat politics when it is dysfunctional or excessive. The strategies outlined below can guide a leader towards effectively accomplishing this (adopted and modified from Valle & Witt, 2001; Sonaike, 2013; Ogungbamila, 2013).

The very first step is identifying instances of politics, and establishing its causes and techniques. For instance, when an opportunity for promotion arises, the CEO can be alert for backstabbing or transparent impression management instances among potential candidates.

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Open communication is a valuable tool in constraining office politics. The leader can, for instance, use open communication to make known to all members the strategies of resource allocation. This reduces political maneuvering, and makes it difficult for individuals to gain or assume control of data deemed vital, and make use of the grapevine as a tool of war for political gain.

Leaders should avoid favoritism. If members believe that good performance is more important than impression management in obtaining rewards, they will most likely work towards impressing the boss through exemplary job performance.

PhD Model Answer on Management: Organizational Politics and Its Impact on Leadership Assignment

Leaders should set positive examples by being non-political in the execution of their duties. The intensity and frequency of organizational politics at the lower levels could be minimized if the people at the top subtly demonstrate that politicking is not welcome.

Leaders ought to ensure that the goals of individual workers are in congruence with those of the organization. They could, for instance, organize forums, in which members are taught the importance and significance of goal congruence to both personal and organizational development. Workers who value goal congruence are less likely to engage in devious office politics.

Discussing questionable information publicly could also go a long way in constraining office politics. People who play devious politics usually prefer to operate privately and secretly; they are often ready to make derogatory statements, or drop innuendos and hints about someone else, as long as they remain unidentified. Offering to discuss such issues in a public forum could go a long way in minimizing the discrediting of others.


It is evident that there is need to reevaluate the myth of a non-political, objective, and highly rational organization, not only because it is irrational, but also because it disregards the idea that an organization is a network of cooperation as much as it is a network of competition. This myth leads us to construct an organization that blatantly disregards the concept of diversity of interests. I conclude that in order for a leader to obtain and retain power, they must make skilful use of office politics because in as much as politicking can be destructive and retrogressive, it can also adequately contribute to a balanced interests set. It's time we fully adopted Aristotle's view that workplace politics provide means for reconciling differences and avoiding abuses by creating order out of diversity.


Drory, A. & Vigoda-Gadot, E. (2010). Organizational Politics and Human Resource Management: A Typology and the Israeli Experience. Human Resource Management Review, 20(3), 194-202.

Gull, S. & Zaidi, A.A. (2012). Impact of Organizational Politics on Employees' Job Satisfaction in the Health Sector of Lahore, Pakistan. Interdisciplinary Journal of Contemporary Research in Business, 4(2), 156-170.

Ogungbamila, B. (2013). Perception of Organizational Politics and Job-Related Negative Emotions as Predictors of Workplace Incivility among Employees of Distressed Banks. European Scientific Journal, 9(5), 125-138.

Sonaike, K. (2013). Revisiting the Good and Bad Sides of Organizational Politics. Journal of Business and Economic Research, 11(4), 197-202.

Valle, M. & Witt, L.A. (2001). The Moderating Effect of Teamwork Perceptions… [END OF PREVIEW] . . . READ MORE

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